In pursuit of implementation patterns: the context of Lean and Six Sigma

This article analyses a process improvement project based on Lean Six Sigma (LSS) techniques in the emergency department (ED) of a large Australian hospital. We consider perspectives of the clinical and managerial staff involved in the project implementation, its implications for empowerment and work intensification. We find that the project appeared to improve patient flow from the ED to the wards and to have positive implications for some staff. However, these achievements tended to be the result of senior staff using the project to leverage resources and create desirable outcomes, rather than the result of the use of LSS, in particular. We found some evidence of work intensification, but this was attributable to wider systemic issues and budget constraints, rather than being a direct consequence of the use of LSS. We argue that translating LSS from a manufacturing context into the politicised and professionalised context of healthcare changes the usual questions about empowerment or work intensification to questions about the influences of powerful stakeholders.

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“…Both LM and SS can be used in process improvement programmes. LM and SS can be seen as a set of tools and practices (Shah et al, 2008).…”

Section: Development Of Lm and Ss In Manufacturingmentioning

confidence: 99%

“…With its focus on product quality, SS is usually underpinned by LM improvement methods (Shah et al, 2008). Much literature on lean manufacturing has focused on the impact of LM on workers' occupational health and safety, due to the intensification and speeding up of repetitious work.…”

Section: Debates About Effects On Workersmentioning

confidence: 99%

Implementing lean management/Six Sigma in hospitals: beyond empowerment or work intensification?

Stanton

Gough

Ballardie

et al. 2014

The International Journal of Human Resource Management

109

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“…However, the work of Shah et al (2008) offers a slightly different perspective and suggests that from their work on identifying tool adoption patterns in lean and six sigma implementation projects that successful implementation of Six Sigma projects is greatly increased if Lean principles and tools are included in the implementation of Six Sigma. Hines et al, (2004) clearly identify the role of Six Sigma to be at an operational level and one which is used to support the strategic Lean implementation process.…”

Section: Lean Six Sigmamentioning

confidence: 99%

Implementing Lean Six Sigma to overcome the production challenges in an aerospace company

Thomas

Francis

Fisher

et al. 2016

Production Planning & Control

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Lean Six Sigma (LSS) has established itself as one of the key business process improvement strategies available to companies today. With roots based in the single strategies of Lean and Six Sigma, LSS offers a dual strategy towards systematically reducing waste and increasing value whilst resolving Critical to Quality issues that affect consistency and repeatability in a product and process. This paper proposes a Strategic Lean Six Sigma Framework (SLSSF) that attempts to create an integrated approach between the Lean and Six Sigma elements and one that is capable of achieving greater efficiency of production whilst also ensuring that CTQ issues are eradicated from the production process. The case study involves the application of the SLLF in an aerospace manufacturing company. The work highlights the key stages of the framework before closing with an analysis of its effectiveness and the difficulties encountered in its application. When the LSS model was implemented it achieved significant improvements in business performance. The key improvements were seen as; Build time reduction of 20.5%, improved on-time-in-full (OTIF) delivery to customer by 26.5%, reduced Value Added time by 5% and, reduced Non-value added time by 44.5%. Also, estimated financial savings of over £2 Million are proposed.

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“…However, the first empirical paper found in Shah et al, (2008) argue that some lean practices have greater commonality with six sigma compared other practices. Their focus was to investigate and conduct a comparative study on lean practices, six sigma implementation and firm performance.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Shah and Ward (2003) used 22 individual lean practices and classification of lean practices as four bundles (1) JIT; (2) TQM; (3) TPM; (4) HRM. Thus, they also applied the same approach to integrate lean practice, six sigma implementation and firm performance (Shah et al, 2008). In addition, there are also underlying 10 lean factors (Kannan and Tan, 2005) namely: supplier feedback, JIT deliveries by suppliers, supplier development, customer involvement, pull production system, employee involvement, continuous flow, setup time, SPC, and TPM.…”

Section: Proposed Structural Analysis Model Between Lss Practicementioning

confidence: 99%

Lean Six Sigma Initiative: Business Engineering Practices and Performance in Malaysian Automotive Industry

Habidin¹

2012

IOSRJEN

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In pursuit of implementation patterns: the context of Lean and Six Sigma

Cited by 243 publications

References 49 publications

Implementing lean management/Six Sigma in hospitals: beyond empowerment or work intensification?

Implementing lean management/Six Sigma in hospitals: beyond empowerment or work intensification?

Implementing Lean Six Sigma to overcome the production challenges in an aerospace company

Lean Six Sigma Initiative: Business Engineering Practices and Performance in Malaysian Automotive Industry

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